We have an extremely unique practice and that’s on Organisational Culture. Often it is not the core competence or technology or innovation that makes a good organisation great but its culture that makes seemingly above par organisation transcend to a level of being great. It is the culture and the conduct of people emerging from the culture that creates a psychological environment of an organsiation that permeates through everything that happens in the organisation. For a large number of organisation the culture just sets in and is often not what it ought to be. Good and well-defined culture makes every employee feel protected and cherished. The level of ownership and trust they experience, therefore, in many ways defines the organisation’s culture.
We, under our Culture Practice, articulate the philosophy, the expectations and, of course, the values of the organisation. Before we arrive at the Culture Document - we map the shared attitudes, beliefs, customs, and social fabric of the organisation to factor these in to ensure that the positives are reflected in the Culture Document. We then create programmes under a calendar to popularize the culture so that it gets expressed in the working, interactions (internal as well as external), conversations, deeds, decision-making, innovation, information flow etc leading to get a better commitment toward the collective objectives while making the work place attractive.
Our propriety tool, CIP, is the mapping and (then) influencing Culture through Conversational Interfaces. The wonderful part of this tool is that we can enter and exit a mid-sized organisation of about a hundred managers in six to twelve months from start to finish. And we take the measurements of our impact in terms of Motivation, Productivity, Innovation & Commitment, Customer Centricity, etc